When You’re Too Busy to Think, It’s Time to Stop and Think!


too-busyI used to joke (half-joke, actually—there was an element of truth in it!) that my consulting clients pay me to climb on a plane, read the latest IT management book, then tell them what I’ve learned. And they were thrilled because they never had time to read the book! This is a sad admission and reflects a sorry state of affairs.

Most of my clients are too busy to think about anything except how busy they are. I’ll ask them to review a document or model and they will take 15 minutes to tell me all the reasons they don’t have time to do the review—a review that would have taken them 5 minutes at most!

I was working with an IT Leadership team a while ago and I asked them to review some material prior to a workshop. When the workshop was held a couple of weeks later, I asked who had reviewed the material. One member of the team actually had and came to the workshop prepared with some thoughtful questions and comments. The other team members sheepishly admitted that they had not reviewed the material—they were “too busy!” By the way, there seemed to be little guilt or apology for the lack of preparation—it seemed to be culturally acceptable (almost expected) that preparation was a luxury, not a necessity!

What Happens When We Are Too Busy to Think?

This is what transpired.

  1. Much of the workshop time was wasted taking the team through the material they’d been asked to review. By the time we were ready for the substantial discussions I was hoping for, it was time to close the workshop. The 10 minutes review I’d asked them to make turned into 90 minutes of group time, with no time left to reach alignment and make decisions. Another 90 minute workshop had to be scheduled to achieve this.
  2. The one team member who did their homework felt cheated—their 10 minutes of review time had been wasted, and on top of that they had to sit through a 90 minute discussion that was not productive for them.
  3. All the team members subsequently had to sacrifice another 90 minutes that could have been avoided if they’d taken the 10 minutes to do the preparation asked of them.

I suppose this is somewhat like the late Dr. Stephen Covey’sno time to sharpen the saw” parable. The issue is common—too busy to think about anything except being too busy! My colleague and BRMI co-founder, Dr. Aleksandr Zhuk recently sent me a gift of a new book—“Essentialism: The Disciplined Pursuit of Less” by Greg McKeown. This book is largely about the “too busy” issue, and provides some great methods for getting down to the critical few instead of being swamped by the trivial many. The book really resonates with me for a couple of reasons:

  1. When I declared myself “semi-retired” about 4 years ago, I forced myself to focus my reduced workweek on the “critical few”. My productivity soared, my stress level dissipated, and life started to look and feel much better than it had in years! I was in control, instead of being controlled by others.
  2. There is so much in what I teach about the Business Relationship Management role that is about proactive demand management based upon business value realization that incorporates the essence of Essentialism. I was actually getting more done in less time!

The sad part of all this is that I now have time to read and absorb books like Essentialism, while my clients continue to chase their tails trying to do more and more with less and less. I guess I need to climb on a plane and tell them what I’ve learned!

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What is the Value of a Business Relationship Manager?


valueWhile many companies deploy Business Relationship Managers (BRM) as a matter of faith, some are looking for a strong business case before they invest in establishing a BRM capability.

Clarifying a business case, determining what value will accrue and how that value will be measured and felt is completely consistent with the fundamental principles of Business Relationship Management. As such, even though the case might seem self-evident, it is a good practice to articulate the BRM value proposition. Furthermore, as is taught in the BRMP® certification training, clarifying how benefits are experienced, captured, and communicated is a key aspect of Business Relationship Management.

Free Webinar!

On July 18, between 11am and noon Eastern Time I will be leading a webinar that will examine the BRM value proposition and will provide a framework to help you establish the importance of Business Relationship Management and how to measure and monitor success.  I will discuss:

  • What is the value of Business Relationship Management?
  • What is the best way to communicate the BRM Value Proposition?
  • A BRM Value Measurement Framework

The Webinar will be held via Citrix GoToWebinar. All that is required is a computer with a browser and a high speed Internet connection, with either a telephone, or a microphone and speakers or a headset. We will send you the link to the event and other details when you register.

The Webinar is free.  To register, please click here.

Within two weeks after the broadcast, the webinar materials will be made available to BRMI members through BRMI Webinar Recordings Archive. Non-members will be able to purchase the materials for $65 through the BRMI website.

Key IT Roles for Driving Business Value


Contract-to-Hire-BlogI’ve posted at length about the Business Relationship Manager (BRM) role as being key to driving business value from IT. But what other roles—typically under-served—work with the BRM in the pursuit of business value from IT?
In this post, I am going to introduce three dimensions of value realization than are important to driving business value. Along with those dimensions, I will discuss three roles that are associated with those disciplines.

Note: This post refers to roles. A role is not the same thing as a job. Think of a role as a ‘hat’ you wear if you meet certain qualifications (possess certain competencies). When you are qualified to wear a given hat, you have certain responsibilities and accountabilities. Roles, the competencies they demand, the processes in which they participate, and the ways they engage with other roles are all characteristics that are defined in an IT Operating Model. Some people will fill multiple roles, depending upon circumstances and needs.

Three Dimensions of Value Realization

So, how does IT increase its impact on Business Value Realization? There are three major value sources that the IT organization can impact:

Screen Shot 2014-06-26 at 1.21.31 PMLet’s examine each of these dimensions.

Shaping Business Demand

At low maturity, an IT organization is often referred to as “order takers” for business requests. One the face of it, this sounds customer-centric and responsive. However, the reality is that at low maturity, much  business demand yields relatively little business value. It’s also the case than when the business client has already figured out what they need before the engage IT (or if the business client has depended upon external consultants and vendors to tell them what they need) then the IT organization’s opportunities to add value are very limited.

If an IT organization is able to engage with their business partners earlier—to be proactive, not simply responsive, they can stimulate, surface and shape demand towards higher value opportunities. And these high value opportunities tend to suppress demand for low value activities, so more people are working on high value opportunities.

Shaping business demand is an important discipline for increasing IT maturity, and with it, driving more value from IT. Associated with this discipline is the role of Business Relationship Manager (BRM)—a role that sits between an IT organization and its business clients. In leading practice organizations, the BRM role (or whatever label it goes by) is focused on demand management, with an eye to elevating business value of IT.

Leveraging IT Assets and Information

At low IT maturity, much effort goes towards establishing a supportive, reliable and predictable infrastructure and the business applications that depend upon that infrastructure. Typically, these business applications go significantly under-leveraged. The cost, effort and business disruption associated with their deployment tends to lead to a mentality of “declare success and move on!” The business users need time to get back their breath. They also need to be shown new ways to leverage the platforms and the mountains of information they generate. Also, while IT organizations typically do a good job maintaining these business applications, there is no single role focused on managing their total lifetime value.

In order to increase maturity, architectural and asset management disciplines must be established around business applications, so as to create business platforms and products that enable business process improvement and innovation. Platforms are inherently extensible and readily leveraged—think about the iPhone as a platform, with open, published Application Programming Interfaces (API), the Apple Store and thousands of apps available to run on that platform.

The role responsible for these architectural and asset management disciplines is referred to as Product Management, and is an important aspect of reaching higher maturity and driving business value—ensuring that the full potential value of Business Platforms and Products is exploited and harvested. The BRM role works closely with Product Managers to help create the business appetite for new business capability that leverages the underlying business platforms and products.

Optimizing Business Use

While low maturity IT organizations focus on building, implementing and maintaining business solutions, as maturity increases the focus expands to help optimize the business value realized though using these solutions. This depends upon the discipline of Value Management, which in turn leverages competencies in Business Change Management and Portfolio Management.

There are several roles that are involved in Value Management—that of the Business Sponsor for a given initiative, Portfolio Manager, Business Change Consultant and, again, the BRM with their focus on demand management and business value realization.

In future posts, I will explore each of these disciplines and roles, and how these can be established as part of your IT Operating Model.

Note: My next on-line BRMP Certification courses are being held across 3 Mondays—July 7, 14 and 21, 2014 and 3 Tuesdays—September 2, 9 and 16 . For details, please click here.

Image provided courtesy of FreeDigitalPhotos.net.

 

 

Common Failure Modes in Business Relationship Management – Part 4


risk_failure_940x470This is the fourth and penultimate in a series of  posts about common failure modes I come across in the deployment of a Business Relationship Management (BRM) role and/or capability.

In Parts 1, 2 and 3 in this series I discussed six common failure modes:

  • Failure Mode #1: Where the BRM is positioned as the “Single Point of Contact” between a provider organization (typically an IT organization) and their business clients. The Single Point of Contact role is often introduced in response to a common symptom—the business client is unclear who to contact for what. In other words, the root cause is lack of organization clarity, and the false belief is that by appointing a BRM (or whatever label you use) as a Single Point of Contact, the organizational dysfunctionality arising from lack of clarity will be mitigated.
  • Failure Mode #2: BRM As “Dumping Ground” when the BRM becomes a “catch all” for requests that nobody else wants to deal with, or that people are not sure who is supposed to deal with them. Again, lack of organizational clarity is a root cause here.
  • Failure Mode #3: Strategic BRM when a Tactical BRM is needed.  While it is possible to migrate from Tactical to Strategic BRM, it demands that the BRM has the competencies to be strategic, and it takes some skill and finesse to establish up front the medium to longer term vision for the strategic business relationship.
  • Failure Mode #4: Tactical BRM when a Strategic BRM is needed. It is very difficult to migrate a purely tactical BRM to a Strategic role. They will be unlikely to have the experience and competencies to act as a true strategic partner, or to be granted the executive level access they need to be successful in the strategic BRM role.
  • Failure Mode #5: Total Focus on the Business Partner at the Expense of Key Provider Stakeholders.  The key here is to not focus on your business partner to the exclusion of your key provider stakeholders—you need strong partnerships with both your business and provider stakeholders.
  • Failure Mode #6: Beware Consultants Bearing PowerPoint Decks! Validate that your chosen consultant REALLY knows how to help you deploy a BRM capability that is sustainable.  Check references carefully—not just the firm’s references but those of the individual consultant you will be working with.  Have they really helped clients deploy the BRM capability with successful outcomes? Do they have experience getting derailed BRM deployments back on track? Are they accredited to train and consult in the BRM space by the relevant authority, such as APMG-International? Are they active members in Business Relationship Management Institute?

Let’s look at one other common BRM deployment failure mode.

Failure Mode #7: Failure to Convince Senior Management of the Value of the BRM Role

This is the “fail before you really even get started!” situation, and it is very common. People see the dysfunctionalities between their IT organization and their business clients, come across some example of or reference to the Business Relationship Manager role, and unsuccessfully wage a campaign to “sell” the need for this role to the CIO (or perhaps fail to help the CIO sell the role to the CEO or CFO.) There can be a couple of root causes behind this mode of failure:

  1. The person who developed the business case has failed to develop one that is compelling to those who must approve the role.
  2. The person “selling” the business case has failed to deliver the case in a convincing way.

Either way, this raises questions about the competence of those creating or selling the case to be a BRM. Of course, they may be trying to sell the role without any expectation that they will be among the BRMs, so their lack of competency to put together and communicate an effective case might be forgiven. And the lack of people with the competence to build and sell a compelling business case may be symptomatic of the need for BRM competencies—but that still leaves you in a “Catch 22″ situation—you need BRM skills to sell the BRM role!

Do More With Less!

IT organizations are under constant pressure to do more with less. Staff, especially senior resources, are a large part of an IT budget, and headcount is a closely watched metric. Often this means that hiring a handful of BRMs (or moving a handful of people into a BRM role) implies that people filling other roles must be replaced or backfilled.  After several rounds of downsizing, or “rightsizing”, there’s no “fat” to be trimmed, and nobody wants to give up on current roles and positions.

But one clue to successfully “doing more with less” can be found in previous recessions. With over 30 years of management consulting under my belt, I’ve been through several major recessions.  During these periods, much consulting activity is about taking cost out of the IT budget.  I’ve learned several lessons through this work:

  1. Conversations about cost lead to more conversations about cost—ad infinitum!  IT will never be “cheap enough” if all you do is focus on cost. The key is to shift the conversations to value.
  2. Conversations about business value realization have a huge impact on demand—low value demand can be suppressed, making room for higher value possibilities. In any portfolio analysis, there will be some variation on the Pareto Principle—80% of IT projects will deliver 20% of the total realized business value. Reducing activities on low value demand is a wonderful way of freeing up resources and budget for higher value activities.
  3. Business value conversations beget more value conversations.  Freeing up resources that are working on low value activities makes space for higher value activities—and that is exactly what the BRM role is about—surfacing, shaping and satisfying demand based upon business value.
  4. Many costly IT assets are underutilized. The pursuit of the “next shiny object” tends to add significant IT cost, often without creating significant new value. Better leverage of an existing, funded asset is a great way to create value without adding significant cost.

So, what does a compelling business case for BRM look like? Please tune in for the next and final post in this series.  The easiest way to do that is to click in the right hand panel on Subscribe in a Reader or Get this blog emailed to you.

 

Note: My next on-line BRMP Certification courses are being held across 3 Mondays—July 7, 14 and 21, 2014 and 3 Tuesdays—September 2, 9 and 16 . For details, please click here.

 

Common Failure Modes in Business Relationship Management – Part 3


success-failureThis is the third in a series of  posts about common failure modes I come across in the deployment of a Business Relationship Management (BRM) role and/or capability.

In Parts 1 and 2 in this series I discussed four common failure modes:

  • Failure Mode #1: Where the BRM is positioned as the “Single Point of Contact” between a provider organization (typically an IT organization) and their business clients. The Single Point of Contact role is often introduced in response to a common symptom—the business client is unclear who to contact for what. In other words, the root cause is lack of organization clarity, and the false belief is that by appointing a BRM (or whatever label you use) as a Single Point of Contact, the organizational dysfunctionality arising from lack of clarity will be mitigated.  This is not an effective remedy to the organizational clarity issue, and sooner or later, the BRM role will collapse under the weight of low value activities.
  • Failure Mode #2: BRM As “Dumping Ground” when the BRM becomes a “catch all” for requests that nobody else wants to deal with, or that people are not sure who is supposed to deal with them. Again, lack of organizational clarity is a root cause here, and the types of problems this leads to are very similar to those identified above due to the Single Point of Contact failure mode.
  • Failure Mode #3: Strategic BRM when a Tactical BRM is needed.  While it is possible to migrate from Tactical to Strategic BRM, it demands that the BRM has the competencies to be strategic, and it takes some skill and finesse to establish up front the medium to longer term vision for the strategic business relationship with the caveat that in the near term, the BRM will be part of the provider organization’s improvement efforts, and therefore mainly focused on essential, though tactical activities, such as service definition.
  • Failure Mode #4: Tactical BRM when a Strategic BRM is needed. It is very difficult to migrate a purely tactical BRM to a Strategic role. They will be unlikely to have the experience and competencies to act as a true strategic partner, or to be granted the executive level access they need to be successful in the strategic BRM role. The business partner will quickly conclude that the BRM is not adding value—only cost.

Let’s look at a couple of other common BRM deployment failure modes.

Failure Mode #5: Total Focus on the Business Partner at the Expense of Key Provider Stakeholders

This trap is easy to fall into, given that the new BRM sees their main “client” and focus of attention as their business partner.  After all, if they understand that their true mission is to help that partner increase the business value they are extracting from investments in the provider’s capabilities and assets, then this is where they should spend the majority of their time—right?  Well, yes—but…

  1. In many ways, to be effective, the BRM must act as a ‘bridge’ between provider and client (or, if you prefer, customer.) Bridges have to join both ends—otherwise you have one of the infamous “Bridges to nowhere.”  That might satisfy a politician pursuing pork for their constituency, but it’s not going to help the business partner drive value!
  2. Often, when the BRM role is first introduced, key stakeholders in the provider organization fear that they have been ‘disenfranchised.’  They might feel that their business facing activities are their most important (or enjoyable) aspects of their job and might (wrongly!) assume that those business facing activities are going to be curtailed (or even eliminated) by the new BRM role.
  3. The BRM must be an effective “navigator” through the provider organization, and an “orchestrator” of provider resources. These roles demand a strong partnership with key stakeholders on the provider side, otherwise the BRM is not going to be an effective bridge.

 Lesson #5: BRMs need strong relationships with key provider stakeholders.

Don’t focus on your business partner to the exclusion of your key provider stakeholders. Your mission is to first align, then converge business and provider capabilities. To achieve that, you need strong partnerships with both your business and provider stakeholders.

Failure Mode #6: Beware Consultants Bearing PowerPoint Decks!

I’m always reluctant to criticize my fellow consultants, but I’ve lost count of the number of clients I’ve worked with in helping them recover from another consulting firm’s poor work—and there are several large consulting firms and one advisory service that are guilty of this sin. The sin in question is delivering several hundred PowerPoint slides as the key deliverable from a consulting engagement intended to help the client design and deploy a BRM capability.

PowerPoint is an ok vehicle for raising awareness and even for educating—but it’s a lousy way to transfer knowledge.  And if you can’t express the important ‘essence’ of the BRM role in a couple of handfuls of slides, you probably don’t really understand that role!

Typically, the consultant comes into the client, conducts a few interviews, then goes into ‘death-by-PowerPoint’ mode, then moves on (after submitting a significant bill!)

The end result is confusion within the client organization, often accompanied by a sense of, “We must be idiots—all that consulting expertise and intellectual capital, and we still don’t understand how to make BRM real!”

Lesson #6: Check references carefully—not just the firm’s references but those of the individual consultant you will be working with.

Have they really helped clients deploy the BRM capability with successful outcomes? Do they have experience getting derailed BRM deployments back on track? Are they accredited to train and consult in the BRM space by the relevant authority, such as APMG-International? Are they active members in Business Relationship Management Institute?

Note: My next on-line BRMP Certification courses are being held across 3 Mondays—July 7, 14 and 21, 2014 and 3 Tuesdays—September 2, 9 and 16 . For details, please click here.

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Common Failure Modes in Business Relationship Management – Part 2


hindenbergThis is the second in a series of  posts about common failure modes I come across in the deployment of a Business Relationship Management (BRM) role and/or capability.

In Part 1 in this series I discussed two common failure modes:

  • Failure Mode #1: Where the BRM is positioned as the “Single Point of Contact” between a provider organization (typically an IT organization) and their business clients. The Single Point of Contact role is often introduced in response to a common symptom—the business client is unclear who to contact for what. In other words, the root cause is lack of organization clarity, and the false belief is that by appointing a BRM (or whatever label you use) as a Single Point of Contact, the organizational dysfunctionality arising from lack of clarity will be mitigated.
  • Failure Mode #2: BRM As “Dumping Ground” when the BRM becomes a “catch all” for requests that nobody else wants to deal with, or that people are not sure who is supposed to deal with them. Again, lack of organizational clarity is a root cause here, and the types of problems this leads to are very similar to those identified above due to the Single Point of Contact failure mode.

Let’s look at a couple of other common BRM deployment failure modes.

Failure Mode #3: Strategic BRM when a Tactical BRM Is Needed

This is a very common BRM failure mode.  Here’s the common scenario:

For whatever reasons, a provider (typically, an IT organization) is seen to be not fully satisfying the demands and expectations of its business customers/clients (pick your favorite term—I’ve seen both terms as the preferred way of describing the entities a provider serves).  In response, the provider undertakes some type of capability improvement initiative (sometimes referred to as a ‘transformation’, ‘transition’, ‘realignment’, ‘refresh’, and so on.) The initiative often has several aspects, such as deployment of a Service Management Framework, Operating Model realignment, process management program, sourcing strategy, and deployment of a BRM role/capability.

Someone is nominated to lead the BRM deployment.  They do their research, perhaps retain some consulting advice, build their team, and with high hopes and a strong sense of “damn the torpedoes”, create and execute a deployment plan.

All this sounds reasonable, but the disconnect is that the vision of BRM to be deployed is that of a strategic relationship between provider and customer/client.  As such, the BRMs chosen to fill the role are relatively senior people, well-qualified to work with senior business executives with a focus on business demand shaping and business value realization. Meanwhile, Service Management, Operating Model realignment, Outsourcing, and so on are all underway. Just as a golfer determined to improve their golf swing knows, improvement initiatives are often accompanied by performance setbacks.  Imagine a golfer not only working on a new swing, but also using radically new clubs, a revolutionary new ball, wearing an innovative, experimental golf shoe, on a brand new course. With all these changes going on simultaneously, the performance degradation could take a while to pass through.

While the new BRM team is trying to foster new strategic partnerships, surfacing new, valuable, business demand, the ability for the provider to supply even basic services is seriously compromised. This is especially true with new major outsourcing arrangements, which can take a year to 18 months to settle down. The business partners quickly lose patience as the newly surfaced demand lays fallow in a backlog, and current services falter. It does not take long for one or both of two situations materialize:

  1. The BRMs get dragged into tactical firefighting.  This is ok, but it may be hard for them to reposition themselves back into the strategic role they were originally intended to fill.
  2. The BRMs are deemed to be not adding value—especially given that they are senior and relatively expensive resources.

Lesson 3: Don’t position the BRM as a Strategic when the context demands a Tactical BRM.

It is possible to migrate from Tactical to Strategic BRM, but it demands that the BRM has the competencies to be strategic, and it takes some skill and finesse to establish the medium to longer term vision for the strategic business relationship with the caveat that in the near term, the BRM will be part of the provider organization’s improvement efforts, and therefore mainly focused on essential, though tactical activities, such as service definition.

Failure Mode #4: Tactical BRM when a Strategic BRM Is Needed

This is less common than Failure Model #3 above, but is still quite common, especially when an organization has blindly followed the ITIL framework without sufficiently understanding their supply maturity context.  Here’s the scenario.

The provider has implemented a Service Management Framework such as ITIL, where they recognized they needed a BRM role. Some people from the Service Management function were appointed to BRM roles and deployed. The Service Management initiative has been effective, and the proverbial “lights stay on and trains run on time.”

After a while, the business customers/clients let the provider management know that their BRMs don’t add much value—things seem to work ok, and having folk in the BRM role seems like unnecessary overhead. Sometimes it is the provider management that comes to the conclusion that the BRM role has served its purpose and abandons it.

Meanwhile, there is little to no improvement in the business value that is realized from investments in the provider’s capabilities and assets. All the basics work well, the business’s ‘orders’ mostly get taken care of, but there’s a sense of general disappointment in the provider’s strategic and innovation capabilities.

Someone with the competencies and authority to be a strategic BRM can operate at a tactical level, but someone without those competencies cannot operate at a strategic level.  Tactical BRMs help to get the lights to stay on and the trains to run on time, but once those “table stakes” have been achieved, the tactical BRM will (to push the metaphor too far!) run out of steam!

Lesson 4: Don’t position the BRM as a Tactical when the context demands a Strategic BRM.

It is very difficult to migrate a purely tactical BRM to a Strategic role. They will be unlikely to have the experience and competencies to act as a true strategic partner, or to be granted the executive level access they need to be successful in the strategic BRM role.

What do you think?  What other failure modes have you seen?

 

Note: My next on-line BRMP Course is being held across 3 Mondays—July 7, 14 and 21, 2014. For details, please click here.

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Business Relationship Management Professional (BRMP®) Certification Exam Now Available


I am thrilled to join my Business Relationship Management Institute co-founders in the announcement of the worldwide availability of the Business Relationship Management Professional (BRMP®) certification exam.

Business Relationship Management Professional (BRMP®) Training and Certification

The BRMP® training and certification is a world-class professional development program designed to provide a solid foundation level of BRM knowledge. The BRMP® certification exam is designed to test an individual’s learning through rigorous examination, providing a leading verifiable benchmark of BRM professional acumen and achievement. It is also a prerequisite of the upcoming Certified Business Relationship Manager (CBRM®) course and certification exam. To learn more about the course or the exam, please visit http://www.brminstitute.org or call BRMI at +1.888.848.3012.

Business Relationship Management Institute (BRMI) is a leading nonprofit corporation serving the global Business Relationship Management (BRM) professional community. BRMI partnered with APMG-International, a global leader in accreditation and certification services, to accredit its training organizations and deliver the BRMP® exam.

The BRMP® Guide to the BRM Body of Knowledge

To assist the BRMP® training course attendees and certification exam candidates, BRMI has published The BRMP® Guide to the BRM Body of Knowledge. This eBook covers the entire BRMP® course syllabus and contains all the information covered in the training and referenced in the exam. But beyond being a study guide for those taking the certification exam, the eBook will be of great value to anyone looking for a comprehensive foundation-level overview of the art and practice of Business Relationship Management. The eBook version of the Guide is available for purchase starting directly from the publisher Van Haren Publishing, and shortly through other popular distribution channels, including Amazon.com.

To assure top quality of the BRMP® training and certification program delivery, only Accredited Training Organizations (ATOs) accredited by APMG-International are authorized to deliver the training. For the current list of BRMI ATOs, please visit http://www.brminstitute.org or call BRMI at +1.888.848.3012 with any questions.

About Business Relationship Management Institute

Business Relationship Management Institute is a leading professional development and certification organization that serves the global Business Relationship Management community. Through our world-class professional development programs, we advance the art and discipline of BRM to help organizations maximize their Business Relationship Management capability. Through its active social media channels, BRMI connects thousands of Business Relationship Management thought leaders and expert practitioners into a vibrant global professional community. For more information, please visit: http://brminstitute.org/ or call +1.888.848.3012.

About APMG-International

APMG-International is a global examination institute. Its portfolio of qualifications includes COBIT® 5, CESG’s Information Assurance Scheme, ITIL®, and PRINCE2®. APMG-International works in partnership with over 250 training companies worldwide. Its Accredited Training Organizations have undergone the most rigorous assessment process in the industry. APMG-International examinations are available globally. For more information, please visit: http://www.apmg-international.com.

Note: My next on-line BRMP Course is being held across 3 Mondays—July 7, 14 and 21, 2014. For details, please click here.

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